Is it me, or is there a wave of diaspora return to the African continent? Many people, eager to create companies aimed at changing society, are part of this trend. This could be influenced by the North American phenomenon of “quiet quitting” or by a general disenchantment with life in the West on the part of a growing number of children of immigrants. Personally, as a Congolese immigrant who grew up far from the country, I finally realized, like many others, that the Democratic Republic of Congo (DRC) is a land of opportunities, regardless of its geopolitical turmoil. Driven by my entrepreneurial spirit, I made the decision to quit my job in Silicon Valley, pack a single suitcase, take my dog and fly one way to Kinshasa
Looking back, I may have romanticized the process. The path to identifying a problem, finding a solution and starting a business is full of challenges. And this is all the more true in Congo. There are the classic structural problems: corruption, minimal infrastructure, a painfully slow public sector bureaucracy and a difficult business environment. But for me, the worst part is seeing foreigners thriving in Congo because of the support systems they have created, while Congolese people show little solidarity with each other. Regardless, despite these challenges, a voice deep inside me insists that I persist in entrepreneurship in Congo.
Indeed, if the challenges are numerous, the opportunities are just as many. Almost all sectors of the Congolese economy need innovation. So I rolled up my sleeves and launched two businesses in 2023: a technology startup in Kinshasa and an agricultural business in the remote Bandundu region. This was my first mistake. In retrospect, that first year should have been spent conducting on-the-ground market research to understand the needs and consumption habits of the local population, rather than approaching issues with a Western bias. Once I deprogrammed myself and refocused my thesis, I started making good progress. I realized that mastering the nuts and bolts of the public sector was crucial to business success, especially obtaining the proper documentation. Subsequently, I began to build relationships with people sharing the same vision of innovation in the DRC. That’s when Kinshasa truly became my home.
The initial struggles I encountered formed the basis for my first local business, Kinspot.co. This is an app that helps users explore the city of Kinshasa: from restaurants to nightlife, hair salons and even real estate. The app supports the local ecosystem by promoting small businesses. It also promotes the Congolese tourism industry.
I then turned to agriculture. Under the aegis of Martin Groupe (MG), a family business created by my father, I launched a honey brand, Lubembo.co. MG Group was born from my father's desire to develop his native province of Bandundu and tackle the problem of food insecurity in the DRC. Together we produce palm oil, forest honey, corn and fish on our ancestral land. We also tackle distribution through commercial transportation. To date, our activities support more than 40 people in the Mbanza Wamba region, in Bandundu, where our farm is located. Recently, we obtained funding to build a 70 km road connecting the national highway to our farm to facilitate the transportation of our goods and those of neighboring businesses.
Obviously these two companies had to overcome several challenges. Access to capital is difficult, and managing agriculture in a remote region, as well as land planning, requires a unique blend of courage and patience. However, the economic development and impact we have seen so far gives us hope. For anyone interested in pursuing a similar path, I strongly advise hiring a credible local attorney. In agriculture, especially in rural areas, to acquire land you will need to negotiate with local customary leaders and members of surrounding communities. They often operate outside of official international trading standards. One commonality is that they often raise prices out of fear of being gouged. This is understandable, considering what they have experienced in the past with unscrupulous people. Especially since land is the only type of asset they own, although they do not cultivate or use it. So are the local nuances to which we must adapt.
Beyond the lack of formality in business, talent is another important factor to consider. The sad reality of the DRC is that skilled talent, from technology to agricultural production, is scarce. I had to use foreign subcontractors for scientific consulting work, while investing a lot of time in training local talent for more basic tasks. Despite all these obstacles, I continue to believe that with perseverance and working with like-minded people with solid private sector experience, we have a bright future ahead of us.
The DRC is a country full of opportunities. How to succeed? By conducting extensive field research, eliminating personal bias and Western perspectives, adapting and, above all, loving and appreciating our country and its people. A bright future awaits us, but we all need to start laying the groundwork now.
